book

The Fast Forward MBA in Project Management, 5th Edition

by Eric Verzuh

November 2015

Beginner to intermediate

544 pages

15h

English

Wiley

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IntroductionProject Management Is Keeping Pace With Global ChangeProject Management Is An Essential Leadership SkillsetSuccessful Projects Deliver ValueThe Art And Science Of Project LeadershipA Practical Checklist For Successful Projects: How This Book Will Help YouBeyond The Book: Tools For Application And Continuous LearningEnd Point
IntroductionProjects Require Project ManagementThe Challenge of Managing ProjectsThe Evolution of a DisciplineThe Definition of SuccessProject Management FunctionsProject Life CycleOrganizing for ProjectsProject Managers are LeadersEnd Point

IntroductionDefining Value: A new Lens for Judging Projects Informs the Development ProcessLeverage a Consistent Product Development ProcessBest Practices for Capturing Requirements are Integrated into a Product Development ProcessA Development Process is not Project ManagementInnovation Projects Experiment to Discover Desirability and ViabilityEnd Point
IntroductionProject Initiation's Place in the Project Life CycleA Proposal Defines the Future Business ValueManaging Requirements is Tightly Linked to Project InitiationCommon Principles for Project InitiationBasic Project Proposal ContentDesigning a Realistic Initiation ProcessEnd Point
IntroductionStakeholder Focus Throughout the Life of the ProjectStakeholder Management is Risk Management for PeopleStakeholder Roles: Project ManagerStakeholder Roles: Project TeamStakeholder Roles: ManagementStakeholder Roles: The CustomerAffected Stakeholders can Make Crucial ContributionsEngage Affected StakeholdersLead the StakeholdersEnd PointFast Foundation in Project Management
IntroductionProject Rules are the FoundationPublish a Project CharterWrite a Statement of WorkStatement of Work: Minimum Content
IntroductionAll Project Management is Risk ManagementThe Risk Management FrameworkStep One: Identify the RisksStep Two: Analyze and Prioritize the RisksStep Three: Develop Response PlansStep Four: Establish Contingency and ReserveStep Five: Continuous Risk ManagementUnexpected LeadershipEnd PointFast Foundation in Project Management
IntroductionDefining the Work Breakdown StructureBuilding a Work Breakdown StructureCriteria for a Successful Work Breakdown StructureWork Package SizePlanning for QualityBreaking Down Large ProgramsContractors or Vendors can Provide a WBSEnd Point
IntroductionPlanning OverviewPlanning Step Two: Identify Task RelationshipsPlanning Step Three: Estimate Work PackagesPlanning Step Four: Calculate an Initial SchedulePlanning Step Five: Assign and Level ResourcesSmall Projects Need Smaller PlansEnd PointFast Foundation in Project Management
IntroductionScrum is a FrameworkManaging the Product BacklogMake the Plan Visible: Task Boards and Burndown ChartsKey Factors for Scrum to be EffectiveEnd Point
IntroductionEstimating FundamentalsEstimating TechniquesBuilding the Detailed Budget EstimateGenerating the Cash Flow ScheduleEnd PointFast Foundation in Project Management
IntroductionThree Levels of Balancing A ProjectBalancing at the Project LevelBalancing at the Business Case LevelBalancing at the Enterprise LevelEnd Point
IntroductionA Framework for Building High-Performance TeamsLeadership ResponsibilitiesBuilding a Positive Team EnvironmentGround RulesTeam IdentityTeam Listening SkillsMeeting ManagementSummary of Building a Positive Team EnvironmentCollaborative Problem SolvingProblem AnalysisDecision ModesConflict ManagementContinuous LearningSummary of Collaborative Problem SolvingJob SatisfactionEnd Point
IntroductionEmbrace Your Role as a LeaderCreating a Communication PlanChange Management: Promote Behavior Change in Affected StakeholdersCommunicating Within the Project TeamStellar Performer: Lockheed Martin AeronauticsCloseout ReportingEnd PointFast Foundation in Project Management
IntroductionThe Change Control ProcessConfiguration ManagementChange Control is Essential for Managing ExpectationsEnd PointFast Foundation in Project Management
IntroductionMeasuring Schedule PerformanceMeasuring Cost PerformanceEarned Value ReportingCost and Schedule BaselinesEnd Point
IntroductionResponsibility Beyond Your AuthorityDisaster RecoveryReducing the Time to MarketWhen the Customer Delays the ProjectThe Impossible DreamFighting FiresManaging VolunteersEnd Point
IntroductionDefining Enterprise Project ManagementThree Tiers Of Management Within EpmThe Four Components Of EpmEstablish Consistent Epm ProcessesTechnology Enables Epm ProcessesThe People Who Deliver ProjectsSupport Project Management: The Project OfficeEnd Point
IntroductionRequirements Engineering And Project Management Are Intimately ConnectedRequirement Types Illustrate The Evolving Product VisionRequirements Engineering Scope And ProcessesIterative Development Changes the ParadigmRequirements Development ActivitiesRequirements Management ActivitiesRequirements Documentation TechniquesRequirements Engineering Demands DisciplineEnd Point
IntroductionThe Scope and Goals of the PortfolioStakeholders: Roles in Project Portfolio ManagementPpm Information Supports DecisionsProject Selection and PrioritizationOngoing Portfolio ManagementMonitor the Results of Projects and the PortfolioCulture ChangeEnd Point
IntroductionRequirements to Earn the PMPTop 10 Study Tips for the PMP ExamEnd Point
IntroductionProject Management Software Supports the DisciplineLooking Under the HOOD: The Design of ProjectSet Up the Project FirstFollow the Planning Model in this BookTask Types: Fix the Duration, Work, or Resource LevelAssigning Resources to a ProjectResource Leveling Your Schedule Maintaining the Plan Throughout the ProjectProject Server and Project Web AppEnd Point